Working and Managing in a Multinational Organisation BCS... · Working and Managing in a Multinational Organisation Steve Goddard Global Infrastructure Director TRW Automotive

Working and Managing in a Multinational Organisation

Steve GoddardGlobal Infrastructure Director TRW Automotive

© TRW Automotive Inc. 2007

TRW Automotive - Profile

• Headquartered in Livonia, Michigan

• 66,000+ employees worldwide

• More than 200 facilities in 27 countries

• Serves all major OEM vehicle manufacturers worldwide and their

suppliers

• Leading developer and supplier of active and passive safety

systems

• Key products:- Braking Systems

- Steering & Suspension Systems

- Commercial Steering Systems

- Inflatable Restraint Systems

- Steering Wheel Systems

- Seat Belt Systems

- Safety Electronics

- Integrated Safety Systems- RF Products- Tire Pressure Monitoring- Security Electronics- Engine Components- Engineered Fasteners & Components- Body Control Systems- Aftermarket Operations


TRW Automotive Worldwide Sales

2007 Sales by Customer - $14.7 Billion

Volkswagen

17%

Ford

15%

Chrysler

10%

Daimler 4%

PSA 5%

Fiat 6%

Toyota 3%

Honda 3%

Hyundai 2%

Other 14%

BMW 4%


Supporting Customers Globally

(1) Manufacturing facilities includes majority-owned joint-venture facilities (as of December 31, 2007); excludes sales offices & R&D labs.

(2) Primarily South America

Asia-PacificROW(2)

• 2007 Sales $0.6B

• 8 Mfg. Facilities(1)

• 1 Technical Center

• 4,700 Employees

• 3 Joint Ventures(1)

• Chassis and aftermarket

• 2007 Sales of $8.4B


• 10 Technical Centers

• 35,100 Employees


• All products and aftermarket

• 2007 Sales of $1.3B



• 4,900 Employees



Europe• 2007 Sales of $4.4B

• 38 Mfg. facilities(1)


• 21,600 employees



North America

30%

4%

57%9%

TRW OPERATIONS COVER EVERY MAJOR VEHICLE PRODUCING REGION AND

ARE GROWING AT A PACE THAT MATCHES THE FUTURE NEEDS OF OUR CUSTOMERS


Active and Passive Safety

Driver Assist SystemsAdaptive Cruise Control

Lane Guide Systems

Collision Warning

Steering Wheel SystemsTouch Sensor in Steering Wheel Rim

Vibrating Steering Wheel

Illumination Technology

Contactless Horn System

Path-free use of Horn

Steering Wheel with Integrated Microphone

Electrical Connections

Fixed Driver Airbag Module

Linkage & Suspension SystemsActive Dynamic Control

Control Arms

Ball Joints

Stabilizer Links

Tie Rods

Modules

EnTire SolutionDirect Tire Pressure Monitoring

- Products from JV with Michelin

AirbagsDriver & Passenger Airbags

Self Adapting Vent

Active Venting

Low Risk Deployment

Knee & Side Airbags

Curtain/Rollover Airbags

Steering SystemsSpeed Proportional Steering

Electrically Powered Hydraulic Steering

Electrically Powered Steering Column Drive

Electrically Powered Steering Rack Drive

Active Steering

Safety Electronics ECU and Remote Sensors

Vision System

Pedestrian Protection

Weight Sensing System

Braking SystemsAnti-Lock Braking (ABS)

Traction Control

Electronic Stability Control (ESC)

Slip Control Boost

Electric Park Brake

Integrated Park Brake

Calipers

Actuation

Seat Belt SystemsActive Control Retractor

Seat Belt Retractors

Load Limiters

Buckle Pretensioners

Active Buckle Lifter


Working Challenges

• Culture

• Language

• Time

• Process


Working Challenges

• Culture


Culture

Courtesy


Culture

Directness of Communication / Expressing Emotions

Asian Culture Western Culture

•Saving face is important

•Expresses appreciation less directly

•Important that communications are honest

•Care about other persons feeling so communicate

more softly

•More written communications

•Takes feedback more personally, so communicate

more implicitly

•Avoid confrontation with managers; managers

should be respected

•More direct communication may appear

disrespectful

•Express appreciation more directly

•Honesty is very important, too. (May use

“preambles”)

•“Sorry about this bad news, but…”

•More verbal, electronic communications

•“Business is business” attitude so expresses

things explicitly

•Managers often appreciate feedback that

challenges their position.


Culture

• Culture is a two way thing. Don’t forget what’s a strange

situation for you may be even stranger for the other person

• Do some research. It’s not hard you can learn quite a lot

about another country from Travel guides and the internet.

• Learn some simple phrases even if it’s only the equivalent of

“another beer please” not only will it make your life easier it

will also show a willingness to fit in.

• Look up the local news or sport. For instance you can’t go

wrong if you can discuss cricket in India

• Experience the local culture when you are travelling don’t

lock yourself away in your hotel. It is noticed and appreciated


Culture and Security

• There are some noticeable differences in the approach to IPR

in certain countries.

• We are all aware of the issues of pirate goods in Asia. Why is

this so?

• What does this mean for the enterprise?

• What can we do to minimise the effects on the enterprise?


Working Challenges

• Culture

• Language


Language

• Generally speaking native English speaking people are not good

with other languages. We expect everybody to understand us! You

may think somebody from Shanghai’s English is poor but it’s

probably a lot better than your Mandarin!!!

• Don’t assume that because somebody is slow understanding that

they are stupid. Try reading a technical manual written in Japanese

and see how quick you are!

• Don’t use Byzantine, esoteric, recondite or labyrinthine

explanations. Keep it plain and simple and there will be less

misunderstandings

• Use IM or email it can actually work better than a conversation.

• Use a whiteboard


Working Challenges

• Culture

• Language

• Time


Time

“The challenge is not to manage time, but to manage ourselves.”

Steven Covey

“We must use time as a tool, not as a crutch.”

John F Kennedy

“The bad news is time flies. The good news is you're the pilot.”

Michael Althsuler


Time

GMT 0:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 23:00

Required coverage

Japan

China

Thailand

India

CET

UK

EST

MT

22:0013:00

If You assume a 5 day week active support starts at 8:00 am Monday in

Japan and finishes at 6:00 pm on Friday in Arizona.

The actual total is 6 full days and one hour.

This does not take into account weekend working or difference in

holidays. End result is support is 24 x 365!!


Time

• The biggest single complaint about global working is the time

difference. “We can’t get support from Asia because they do

not work the same hours as us” – “How can I effectively work

when we are not in the office at the same time” - “I never

know what time it is because of daylight savings changes”

• The first real outsourcing in India used the time difference

not as a barrier but as an enabler!!!

• If you use time wisely it can work very well BUT….

• You need to move up the maturity ladder and move away

from reactive support to proactive support.

• The only real losers in the time stakes are people who work in

AP so have some sympathy for them


Working Challenges

• Culture

• Language

• Time

• Process


Process

• This is the single biggest barrier to effective global working.

If you don’t have robust processes you are doomed.

• Your process needs to take into account – Cultural

differences, language challenges and must be capable of

working over multiple time zones

What a surprise!!!

• A well implemented follow the sun support model is the most

effective one you can have with the maximum outcome for

the minimum effort.

• Very few people have really mastered this yet


Conclusions

I would not want to work in anything

other than a multinational multicultural

organisation. It is the most challenging

and rewarding environment there is.


Thank you

TRW Automotive

The Global Leader in

Automotive Safety Systems

TRW’s Airbag Electronic Control Unit.

And the life it helps protect.

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TRW’s Side Impact Rollover Protection System.

And the lives it helps protect.

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Documents

Working and Managing in a Multinational Organisation BCS... · Working and Managing in a Multinational Organisation Steve Goddard Global Infrastructure Director TRW Automotive